Lol yep. Our company decided “sprints” were now to last 4 weeks, but there’s also no task scheduling, no retro, no sprint planning… just tasks get given whenever they come up based on what they feel like.
So… what’s the point of a “sprint”? We don’t even do monthly releases. It’s hilarious.
I suspect we do “agile” in name only so they can pretend to the board that there is a system at all.
The weird practices worked as reported, but as an accident of the context where they arose. Outside that, they're about as robust as really rare orchids, which I think to their credit the authors realized, hence all the "don't take our word for it!" with which they hedged around their wildly bestselling school of management consultancy.
I like to say that the outwardly visible practices and processes of highly effective teams are mostly symptoms, not causes of their success. You can't invert the causal relationship.
